Shorebank’s profit and nonprofit is blurred in businesses with oral cultures is in paid leave for employees to volunteer work in the community. Patagonia offers employees two month per year paid leave to work at a nonprofit of their choice. Four individuals with banking and volunteering backgrounds- Mary Houghton, Milton Davis, Jim Fletcher, and Ron Grzywinski- purchased a bank in south shore, a community whose economic and physical infrastructure was near total collapse. Their intention was to reinstall credit, rehabilitate self-confidence, and reestablish a functioning market economy. The market is supposed to make itself through the initiative of individuals. Urban areas, abandoned buildings, crime, and flight to the suburbs had taken over. Shorebank’s founders believed that the traditional government and nonprofit approaches to extreme urban decay did not work. At the start, they were barely able to raise money to buy bank, and Grywinski had to personally guarantee the loan. But from $41 million in deposits in 1973, they passed the $1 billion mark in 2003. Their average loan rate loss of .37 is lower than the .46 rate of their national peer group. The strategy Shorebank used to address the condition of simultaneous economic and social decay involved developing a combination of for-profit and nonprofit subsidiaries. Rothman and Scott describe the innovative organization structure Shorebank created as a wholly owned residential and commercial real estate development and subsidiary. They also describe it as the neighborhood institute, the first tax exempt affiliate ever developed by a bank holding company, which was formed to tackle deep-seated housing and employment problems. The subsidiaries worked on their own goals, but the goal of one were integrated with the goals of the others so that they helped each other succeed in building the community.